The mental load—often described as the invisible thinking work involved in anticipating needs, planning, remembering, and coordinating tasks that benefit others—has received increasing attention in the popular press, particularly in relation to managing households. This discourse suggests that the mental load is both taxing and disproportionately shouldered by women, with likely spillover consequences for work experiences and careers. Emerging research (Reich-Stiebert et al., 2023; Wayne et al., 2023) has begun to examine this phenomenon, largely showing that the mental load is prevalent and unevenly distributed between men and women, with implications for wellbeing and, more recently, work-related outcomes.

Although public and scholarly discussions have primarily focused on the household domain, similar forms of cognitive labour also occur at work. Employees frequently engage in invisible planning, coordination and anticipation to ensure teams and tasks run smoothly (i.e., cognitive work to achieve goals that benefit others in their work collective; Stephenson, 2025). These dynamics raise important questions about how the mental load—across both home and work contexts—shapes employees’ work experiences, performance, and career trajectories.

The time is therefore ripe for a two-way dialogue between research and practice on these issues. Organisational psychologists and other practitioners frequently observe these dynamics in workplaces, yet research on the mental load and its implications for organisations is in its early stages. This Open Fishbowl session will bring together a panel of leading researchers with audience members to discuss emerging evidence on the mental load and identify priorities for future research and practice. Following a brief overview of the concept and current research, panellists and participants will engage in an interactive discussion about how the mental load may shape work-related outcomes. In particular, the discussion will be focused on three key questions:
1. What work-related outcomes are associated with the mental load, and under what conditions does it contribute to harmful versus beneficial outcomes?
2. Does the mental load contribute to individuals’ career trajectories, including workforce participation, leadership aspirations, and career progression?
3. What organisational practices and interventions can better recognise, redistribute, and/or support the mental load?

By incorporating practice-based insights alongside research findings, the session aims to generate a new set of research priorities and practical considerations for organisations seeking to better understand and manage the mental load at work.